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La chance, une compétence ?

La chance, une compétence ? | Complex systems and projects | Scoop.it

"Évitez de consacrer du temps, de l’intelligence et de la passion à des choses auxquelles vous ne pouvez rien"


Via nicolas enderle
Philippe Vallat's insight:

succès = talent + chance;

grand succès = un petit plus de talent et beaucoup plus de chance

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Complex systems and projects
Inspiring news (engl-fr- de) that help to develop a systemic, mindfull, complex adaptive leadership
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Rescooped by Philippe Vallat from 21st Century skills of critical and creative thinking
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The Power of Not Knowing

The Power of Not Knowing | Complex systems and projects | Scoop.it

When was the last time you said “I don’t know” in a business or organizational context, with the idea that your honesty would actually get you somewhere?

 

 

 

 

 

 

 


Via Kenneth Mikkelsen, Stephen Dale, Lynnette Van Dyke
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Ivon Prefontaine's curator insight, March 19, 10:11 PM

Not knowing opens up space for exploring and questioning. It seems to fit with Dewey's theory of learning.

 

@ivon_ehd1

Stephen Dale's curator insight, March 20, 7:42 AM

Memories can be considered dormant or stored expressions of energy. Thoughts can lead us in previously unimagined directions. So perhaps ‘knowledge’ is actually the power in not knowing, as well as realising that what we don’t know matters more than what we think we know. It is the practice of constantly becoming ‘knowledgeable’, or, developing the ability to send and receive knowledge, rather than having to own it or store it.


Reading time: 15mins

Graham Ward's curator insight, March 22, 3:34 PM

Great article which begins with a great question: How does what we know get in the way of what we don't know?

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If Greece Embraces Uncertainty, Innovation Will Follow

If Greece Embraces Uncertainty, Innovation Will Follow | Complex systems and projects | Scoop.it

Countries that score high on uncertainty avoidance score low on innovation (as measured in the innovation union scoreboard of the European Commission) and high on bureaucracy (as measured on the easiness to do business ranking of the World Bank).

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Identifying and Acting on Early Warning Signs in Complex Projects

While some project managers may experience a "gut feeling" about impending problems during a complex project, most acknowledge that they're not very good at detecting or acting on these early warning signs.

Philippe Vallat's insight:

"Gut feelings" or Intuition: a valuable ressource under uncertainty

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William Smith's curator insight, March 7, 1:31 PM

I've learned that "gut feeling" is important but planning, executing and monitoring and controlling are most important. Good read.

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Du besoin de savoir penser

Du besoin de savoir penser | Complex systems and projects | Scoop.it

Dans son dernier ouvrage « La faillite de la pensée managériale » (1), François Dupuy s’attache à démonter le mécanisme par lequel la pensée managériale conduit les dirigeants, par le biais de décisions paresseuses (2), dans des impasses aux conséquences très concrètes. Examinons ensemble ce qui conduit à une pensée ordinaire et explorons les attitudes qui permettraient d’aller vers une connaissance élaborée.

Philippe Vallat's insight:

et vous, comment pensez-vous?

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How do we deal with complexity?

How do we deal with complexity? | Complex systems and projects | Scoop.it
Is today any more volatile, uncertain, complex or ambiguous (VUCA) than previous ages? That's up for debate, but nobody denies that volatility, uncertainty, complexity and ambiguity are major chall...

Via F. Thunus
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Rescooped by Philippe Vallat from Systems Thinking
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Understanding the Beer Game

Understanding the Beer Game | Complex systems and projects | Scoop.it

The Beer Game illustrates how difficult it is to manage dynamic systems. It was originally developed in the late 1950 s by Jay Forrester at MIT to introduce the concepts of dynamical systems. This blog post investigates the effect of different playing strategies.


Via Jürgen Kanz
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Complex environments push 'brain' evolution

Complex environments push 'brain' evolution | Complex systems and projects | Scoop.it
Little animations trying to master a computer game are teaching neuroscience researchers how the brain evolves when faced with difficult tasks. Neuroscientists have programmed animated critters that they call 'animats.' The critters have a rudimentary neural system made of eight nodes: two sensors, two motors, and four internal computers that coordinate sensation, movement and memory.
Philippe Vallat's insight:

Quote: ""This shows that a rich environment is a driving force towards developing both complexity and integration,"

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The ethics of unintended consequences

The ethics of unintended consequences | Complex systems and projects | Scoop.it

In a complex adaptive system we have dispositionality not causality, so when we act we cannot know what will happen.  That means we need to maintain the ability to respond quickly, something I brought in at the end when I talked about complexity approaches to project management.

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Using systems thinking to create more impactful social policy

'Systems thinking', is a wildly complex discipline and this piece of work aims to build greater systems literacy and familiarity as it explores the applicability of systems thinking to social policy issues.
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Resilient Leadership Navy Seal Style

Resilient Leadership Navy Seal Style | Complex systems and projects | Scoop.it

Leaders face stress and adversity in large part because, like the goldfish in dirty water, they can't see through their situation. Consequently, the limits set by a company's cultural blind spots, those places where the company is stuck in a rut of decision making and truly can't see the forest for the trees, pile on more stress. The result: Decision-making goes from bad to worse. It can happen to anyone.

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Ten Ways LEAD and SUCCEED In Times Of Complexity And Change

Ten Ways LEAD and SUCCEED In Times Of Complexity And Change | Complex systems and projects | Scoop.it

It is time to realize that we must also use the changes we face to develop the solutions, optimize the potential, that can help us live and lead forward. Doing do is counter-intuitive, but it is NOT impossible.  It is real, it is doable, and it is accomplished in ten simple but powerful steps you can decide to take…or not.

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Complexity Theory: A short film (5')

A short film about complexity theory and the shift in paradigm from the Newtonian clockwork universe to complex systems. Enjoy : ) From http://www.fotonlabs.com
Philippe Vallat's insight:

Nicely done

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Leadership Learning Community's curator insight, January 23, 11:31 AM

Visualizes complex systems and networks in a powerful way, brings clarity and a much deeper understanding to very abstract concepts

Jamie Billingham's curator insight, February 25, 12:24 AM

Learning and the education system(s) are incredibly complex. 

 

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Is project management really rocket science?

Philippe Vallat's insight:

I strongly disagree with Ralf's statement pretending that "Projects are not complex. (...) People and poor management of the project are what make project management complicated."

It's a kind of insult to me, could be read as "Projects are basically easy, the world is basically perfect, BUT we have bad luck having to deal with humans...". It's a denial of reality, seing problems and risks where there is creativity and life.

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How Uncertainty Fuels Anxiety

How Uncertainty Fuels Anxiety | Complex systems and projects | Scoop.it
People who are less able to tolerate uncertainty worry more.

Via Anne Leong, Philippe Vallat
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Rescooped by Philippe Vallat from Le Zinc de Co
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L'intelligence collective

L'intelligence collective | Complex systems and projects | Scoop.it
Est-il possible de mesurer l'intelligence collective? Extrait du livre de Michel Moral et Florance Lamy (psychologie, organisation, coaching, entreprise, coach, équipe, développement).

Via Nathalie Carpentier, Corinne Chauffrut Werner
Philippe Vallat's insight:

Quelques-uns des résultats:

  • si une ou deux personnes mobilisent la parole dans un collectif, l’intelligence collective chute brutalement
  • La présence de femmes dans le groupe est corrélée avec l’intelligence collective
  • la cohésion, la motivation et la satisfaction seraient de médiocres contributeurs à l’intelligence collective
  • L’intégration affective est une variable qui inclut la confiance, le respect, l’appréciation affective de l’autre, la cohésion et la discussion ouverte. Lorsqu’elle est basse, le groupe a tendance se diviser, ce qui à son tour réduit l’intégration affective et ainsi de suite. Cette spirale descendante provoque de l’insatisfaction et de pauvres performances.
  • les équipes les plus performantes sont celles qui forment le moins de sous-groupes et ont une basse intégration cognitive: la créativité collective aurait besoin de controverse, des points de vues trop proches ou trop compréhensifs n’étant pas propices à la génération d’idées nouvelles.
  • l’auto-motivation intérieure tournée vers le « Nous » améliore sensiblement les performances collectives
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Thérèse SCHUBETZER - HEMERY's curator insight, March 18, 4:33 PM

« Une entreprise a besoin d’ordre pour survivre et de désordre pour évoluer. »
Peter Drucker

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Managing with complexity: a pragmatic and ethical imperative

Managing with complexity: a pragmatic and ethical imperative | Complex systems and projects | Scoop.it
By Professor Hamid Bouchikhi, ESSEC Business School A leader’s role is to make decisions, often in a hurry and on the basis of partial or more or less reliable information. Generally speaking, busi...
Philippe Vallat's insight:
Indeed, only few leaders are willing to understand and embrace complexity
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7 reasons you shouldn't touch systems thinking

7 reasons you shouldn't touch systems thinking | Complex systems and projects | Scoop.it
This is an old post, but if you're going to read one of my posts read this one, especially if you're new to systems thinking and it sounds interesting .  It's not necessarily a warning, but it seem...

Via Patrick Verdonk, Ides De Vos
Philippe Vallat's insight:

I like it!

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On the Incompleteness of Science

On the Incompleteness of Science | Complex systems and projects | Scoop.it
By now we know that empirical research can be more effective than scientific research when studying the social sciences, but what can we do when the problem we are trying to address is too large and complex, and how can we make sure that our assumptions always map to physical reality?In an earlier article, I wrote about physical reality as the reification of an abstract concept. I did not mean that physical reality itself is abstract. I was giving an illustration of physical reality as a concept that would be assumed in science in order to avoid ontological discourses and make progress (hidde
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Planning for Complexity

Planning for Complexity | Complex systems and projects | Scoop.it

“Planning is a challenge even in the best of times. Here are some suggestions to help initiate a process of active planning and plan-full actions.”


Via Jürgen Kanz
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Why KPIs are not the answer for complex systems (part 2)

Why KPIs are not the answer for complex systems (part 2) | Complex systems and projects | Scoop.it
RT @SLHBENNETT: New thinking about #KPIs, tradeoffs and change in organizations. http://t.co/9FLlfz77l6 via @smbounds #complexity http://t.…

Via Jürgen Kanz
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Leverage Points: Places to Intervene in a System (Donella Meadows)

Leverage Points: Places to Intervene in a System (Donella Meadows) | Complex systems and projects | Scoop.it

Folks who do systems analysis have a great belief in “leverage points.” These are places within a complex system (a corporation, an economy, a living body, a city, an ecosystem) where a small shift in one thing can produce big changes in everything.

Philippe Vallat's insight:

Must read for any systems thinker.

Texte similaire en français: http://vertcommeuneorange.blogspot.com/2011/12/effet-de-levier-ou-intervenir-dans-un.html

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Debunking Disruptive Innovation – Why Disruptive Innovation is NOT a Strategy

Debunking Disruptive Innovation – Why Disruptive Innovation is NOT a Strategy | Complex systems and projects | Scoop.it
Disruptive innovation has become business' biggest paradigm. Harvard's Clayton Christensen coined the term and the New Yorker's Jill Lapore recently tore it down. While many companies scramble to create disruptive innovation strategies, the problem is that it isn't a linear process or methodology. No single strategy or theory (even the theory of disruptive innovation itself) has captured how it really works or how to do it.
Philippe Vallat's insight:

Finally: true words about what innovation is and is NOT!

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A Five Step Process for Current State Complexity Analysis

A Five Step Process for Current State Complexity Analysis | Complex systems and projects | Scoop.it
The ability to explain the current state of complexity is the first step in the process of moving to the desired state
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"La multiplication des chefs de projet est une catastrophe managériale majeure", affirme le sociologue François Dupuy

"La multiplication des chefs de projet est une catastrophe managériale majeure", affirme le sociologue François Dupuy | Complex systems and projects | Scoop.it

L'interview management : L'Usine Nouvelle - Qu'est ce qui vous a poussé à revenir sur un sujet dont on pouvait penser que vous aviez fait le tour dans votre...


Via Corinne Chauffrut Werner
Philippe Vallat's insight:

J'aime en particulier:

" Les dirigeants semblent croire qu'il suffit de donner le titre de chef pour qu'une personne le soit, que changer l'organigramme c'est changer l'organisation. C'est bien sûr faux."

et aussi

"je crois qu'on privilégie trop la pensée linéaire et pas assez la pensée complexe.(... pensée powerpoint)"


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What can evaluators learn from complexity science and systems thinking?

What can evaluators learn from complexity science and systems thinking? | Complex systems and projects | Scoop.it
Marking the start to International Year of Evaluation, new analysis from IDS highlights how complexity science and systems thinking can inform approaches to impact evaluation.
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